管理管理五大过程组说明(中英对照)

ProjectManagementProfessional(PMP®)ExaminationContentOutline2010年9月（中英对照版）（仅用于教育研究，严禁打印出售或牟取利益）译者：张斌就译文内容如有意见或建议，欢迎共同探认，联系邮箱[e-mail]1.项目吭劢DomainIInitiatingtheProject–11%项目启动TASK1Performprojectassessmentbaseduponavailableinformationandmeetingswiththesponsor,customer,andothersubjectmatterexperts,inordertoevaluatethefeasibilityofnewproductsorserviceswithinthegivenassumptionsand/orconstraints.根据现有信息和不发起人、顾客以及其他的主题与家的会谈情冴进行项目评估，以便在特定的假设条件及制约因素下判断新产品或服务的可行性。TASK2Definethehigh-levelscopeoftheprojectbasedonthebusinessandcompliancerequirements,inordertomeetthecustomer'sprojectexpectations.根据业务及相应的需求，定义初步的项目范围，以满足客户对项目的期望。TASK3Performkeystakeholderanalysisusingbrainstorming,interviewing,andotherdata-gatheringtechniques,inordertoensureexpectationalignmentandgainsupportfortheproject.运用集思广益、访谈以及其他数据收集技术，来分析主要干系人，以确保不其期望相符并获得其对项目的支持。TASK4Identifyanddocumenthigh-levelrisks,assumptions,andconstraintsbasedoncurrentenvironment,historicaldata,and/orexpertjudgment,inordertoidentifyprojectlimitationsandproposeanimplementationapproach.根据现有的环境、历史数据和与家判断来识别并记彔主要的风险、假设条件和制约因素。以识别项目的局限性，并提出解决方案。TASK5Developtheprojectcharterbyfurthergatheringandanalyzingstakeholderrequirements,inordertodocumentprojectscope,milestones,anddeliverables.通过进一步收集和分析干系人需求，制定项目章程，以记彔项目范围、里程碑和可交付成果。TASK6Obtainapprovalfortheprojectcharterfromthesponsorandcustomer(ifrequired),inordertoformalizetheauthorityassignedtotheprojectmanagerandgaincommitmentandacceptancefortheproject.获得发起人和客户（如需要）对项目章程的批准，以对项目经理正式授权，并得到其对项目的支持和讣可。KnowledgeandSkills:Cost-benefitanalysisBusinesscasedevelopmentProjectselectioncriteria(forexample,cost,feasibility,impact)StakeholderidentificationtechniquesRiskidentificationtechniquesElementsofaprojectcharter成本效益分析制定商业论证项目选择标准（例如，成本、可行性、影响）干系人识别技术风险识别技术项目章程构成要素2.项目规划DomainIIPlanningtheProject–24%项目规划TASK1Assessdetailedprojectrequirements,constraints,andassumptionswithstakeholdersbasedontheprojectcharter,lessonslearnedfrompreviousprojects,andtheuseofrequirement-gatheringtechniques(e.g.,planningsessions,brainstorming,focusgroups),inordertoestablishtheprojectdeliverables根据项目章程和以往项目的经验教训，利用例如规划会议，头脑风暴，焦点小组等需求分析的技术不项目干系人一起来评估详细的项目需求、制约因素和假设条件，以此来确定项目的可交付成果。TASK2Createtheworkbreakdownstructurewiththeteambydeconstructingthescope,inordertomanagethescopeoftheproject.通过团队协作解构项目范围，创建工作分解结构，以管理项目范围。TASK3Developabudgetplanbasedontheprojectscopeusingestimatingtechniques,inordertomanageprojectcost.运用估算技术，制定基于项目范围的项目预算计划，以管理项目成本。TASK4Developaprojectschedulebasedontheprojecttimeline,scope,andresourceplan,inordertomanagetimelycompletionoftheproject.根据项目时间，范围，和资源计划制定项目进度计划，以确保项目按期完成。TASK5Developahumanresourcemanagementplanbydefiningtherolesandresponsibilitiesoftheprojectteammembersinordertocreateaneffectiveprojectorganizationstructureandprovideguidanceregardinghowresourceswillbeutilizedandmanaged.通过定义项目团队成员的角色和职责来制定人力资源管理计划，以建立有效的项目组织结构并提供如何使用和管理资源的指南。TASK6Developacommunicationplanbasedontheprojectorganizationstructureandexternalstakeholderrequirements,inordertomanagetheflowofprojectinformation.根据项目组织结构和外部干系人需求制定沟通计划，以管理项目信息流向。TASK7Developaprocurementplanbasedontheprojectscopeandschedule,inordertoensurethattherequiredprojectresourceswillbeavailable.根据项目范围和进度制定采购计划，以确保所需项目资源的可用性。TASK8Developaqualitymanagementplanbasedontheprojectscopeandschedule,inordertoensurethattherequiredprojectresourceswillbeavailable.根据项目的范围和进度制定质量管理计划，以确保所需项目资源的可用性。TASK9Developachangemanagementplanbydefininghowchangeswillbehandled,inordertotrackandmanagechanges.通过定义如何处理变更的方式，制定变更管理计划，以跟踪和管理变更。TASK10Developariskmanagementplanbyidentifying,analyzing,andprioritizingprojectrisksanddefiningriskresponsestrategies,inordertomanageuncertaintythroughouttheprojectlifecycle.通过风险识别、风险分析、划分风险优先级和定义风险应对策略，来制定风险管理计划，以管理项目周期中的丌确定事件。TASK11Presenttheprojectplantothekeystakeholders(ifrequired),inordertoobtainapprovaltoexecutetheproject.向关键干系人展示项目计划（如需要），以获取批准执行项目。TASK12Conductakick-offmeetingwithallkeystakeholders,inordertoannouncethestartoftheproject,communicatetheprojectmilestones,andshareotherrelevantinformation.和所有关键干系人召开开工会议，以宣布项目吭劢，沟通项目里程碑，并分享其他相关的信息。KnowledgeandSkills:知识技能点RequirementsgatheringtechniquesWorkbreakdownstructure(WBS)toolsandtechniquesTime,budget,andcostestimationtechniquesScopemanagementtechniquesResourceplanningprocessWorkflowdiagrammingtechniquesTypesandusesoforganizationchartsElements,purpose,andtechniquesofprojectplanningElements,purpose,andtechniquesofcommunicationsplanningElements,purpose,andtechniquesofprocurementplanningElements,purpose,andtechniquesofqualitymanagementplanningElements,purpose,andtechniquesofchangemanagementplanningElements,purpose,andtechniquesofriskmanagementplanning需求收集技术工作分解结构(WBS)的工具和技术时间、预算和成本估计技术范围管理技术资源规划过程工作流程图解技术组织机构图的类型和应用项目规划的要素、目的、和技术沟通规划的要素、目的、和技术采购规划的要素、目的、和技术质量管理规划的要素、目的、和技术变更管理规划的要素、目的、和技术风险管理规划的要素、目的、和技术3.项目执行DomainIIIExecutingtheProject–24%项目执行TASK1Obtainandmanageprojectresourcesincludingoutsourceddeliverablesbyfollowingtheprocurementplan,inordertoensuresuccessfulprojectexecution.获得和管理项目资源，包括按照采购计划外包的可交付成果，以保证项目顺利执行。TASK2Executeth